Michael Bowmile is currently at the center of one of Coca-Cola Canada Bottling’s biggest economic challenges – navigating the uncertainty around tariffs. The company, which produces most of its beverages domestically, still relies on a complex North American supply chain. “There are certain goods, materials, ingredients in our products, that we may source even locally, but that at some point were in the United States,” he explains. That means sudden shifts in trade policy could have ripple effects, even for a business that exclusively serves Canadian customers.
The issue is evolving rapidly. “Right now, tariffs would be the big buzzword… The Canadian government has said we are going to impose countervailing tariffs on the tariffs that the United States have announced… There's potential for those tariffs to directly impact us,” Bowmile says. The company is actively preparing for different scenarios, assessing how potential tariffs on US goods could affect its cost structure and supply chain. At the same time, it's ensuring that policymakers, stakeholders and consumers understand one critical point: “We are a Canadian company. We're Ontario incorporated. We're owned, majority, owned by Canadians, and we manage our production here in Canada,” he says.
As vice president and general counsel at Coca-Cola Canada Bottling, Bowmile helps the company assess legal risks, manage regulatory compliance, and strategize around these external pressures. But his work extends far beyond trade issues. “Some days, it's conventional legal work, like drafting a contract. Sometimes it's working with our senior leadership on business issues, advising on regulatory matters,” he says. His legal team is involved in everything from contract negotiations and real estate investments to labour and risk management.
Bowmile’s path to in-house law started long before Coca-Cola Canada Bottling. He began his career at Dentons (formerly FMC), articling there with a secondment at the Ontario Securities Commission. But his first exposure to in-house legal work came even earlier. “Before I went to law school, I worked for about a year or so at Aecon construction… I got to see how a high-functioning in-house legal department worked and the role that they played in the business,” he says. After his first year of law school, a former colleague from Aecon invited him back for a summer position. “I saw how you can do impactful work. I like the fact that you aren't just a lawyer… you’re one of the business advisors.”
Following conventional wisdom, he started at a Bay Street firm, gaining broad experience at Dentons. “You got to cycle through a whole bunch of groups, not only dabbling in different areas of the law but also working with people who bring very different perspectives,” he says. However, personal circumstances ultimately influenced his decision to move in-house. “My father wasn't well, and a couple of years into my career, I needed to focus on helping him a little bit more. And it was a difficult balance to be a Bay Street lawyer, working the hours I was working and having time for that.”
That led him to Cancer Care Ontario, where a secondment became a full-time role. “By day five, I fell in love with the work environment,” he says. It was a mix of tech and privacy law – fields that interested him – but the real appeal was learning how an in-house legal department functioned. “It was a good fit, and it was work that was interesting, fulfilling, and impactful.”
His time there also reinforced the importance of mentorship and networking. While at Cancer Care Ontario, he participated in the Canadian Corporate Counsel Association mentorship program, connecting with Gennady Ferenbok, VP of legal at Kilmer. This investment firm would later acquire Coca-Cola Canada Bottling. When the Ontario government announced sweeping changes to healthcare that threatened Cancer Care Ontario’s future, Bowmile saw the writing on the wall. “Gennady reached out and said, ‘Hey, we’ve acquired the Canadian Coca-Cola Bottling operation… do you know anybody who might be interested [in joining the legal team]?’” A few hours later, when the news about Cancer Care’s fate broke, Bowmile called back and said, “Actually, I'm interested.”
The move to Coca-Cola Canada Bottling aligned perfectly with his long-term goal. “This was the path that I, at the outset, thought I wanted,” he says. But even with careful planning, it was relationships that opened the right doors at the right time. “One of the things that I always impress on my mentees is the legal community is really small. Everybody knows each other, and there's a connection to everybody.”
Now leading Coca-Cola Canada Bottling’s legal team, Bowmile sees his role as far more than just providing legal advice. “The best thing you can do as an in-house lawyer is ensure you have a seat at the head table,” he says. That means being embedded in the business, staying ahead of risks, and helping the company navigate challenges like tariffs, which have become a significant concern.
Bowmile also emphasizes the importance of external counsel but with a disciplined approach. The key is knowing when to bring in specialists. “If there's something that can have real, tangible consequences on your business, then you have to know when it's appropriate to pick up the phone” and call an expert. He’s also direct about managing legal costs. “Sometimes I'll have a conversation and say, ‘I don't want to spend more than, you know, X dollars on this. So, if you think it's going to cost more than that, let me know right now.’”
Technology has changed certain aspects of legal work, but Bowmile doesn’t see it radically altering how external counsel relationships function – at least not yet. “On the transactional side, you're probably seeing more technology used in terms of AI that supports due diligence… but my day-to-day interactions with our external lawyers are pretty standard – emails, phone calls,” he says. When Coca-Cola Canada Bottling rolled out new matter management software, they did lean on external counsel for guidance. However, “the software needs to meet our needs. We need to be able to use it.”
For in-house lawyers looking to grow in their roles, Bowmile’s advice is clear: be a business partner, not just a legal technician. “The world is generally more gray than that,” he says, cautioning against a rigid, rules-first approach. “To be effective in-house, just being a strictly principled, stick-to-the-rules lawyer is not always going to work. You have to be a little bit of a problem solver, and you also have to be able to work with the business.”
His career has been shaped by knowing when to step up, when to step back, and when to pivot entirely. “Looking back, it’s been a good ride, and I think I’ve made the right choice,” he says. And for those considering a move in-house? “Network. Get your name out there. And always be open to meeting people – you never know who can open a door for you.”